Seeing the necessity to build diverse technology teams is essential for businesses and IT leaders to thrive in tomorrow’s world and I believe we all have a part to play.
I’ve written quite a lot on the topic of diversity, equity and inclusion. In my previous career, I spent a considerable amount of time helping the businesses I worked for put in place practices to recruit more inclusively, from the boardroom to apprenticeships, which delivered highly successful change within those companies.
I’ve also been reflecting on my experiences over the last year, immersing myself into the IT leadership recruitment market where, like many professions, there remain opportunities and challenges when it comes to building more diverse teams that will, in time, see more diverse representation in the most senior positions. For over twenty years, I’ve witnessed and been part of companies’ commitments to delivering broader diversity. Yet, I have also seen some companies shy away from the problem they are facing, remaining inherently one-dimensional and, whilst publicly committed to change, the reality is often nothing more than words for the annual reports.
But that’s not the point. Diversity is improving in UK society. In my career, I have seen significant change and expect to see even more by the time I retire. For example, the percentage of women that now hold board positions in FTSE 100 boards has increased since 2011 from 9% to 42%. This shows that meaningful action has taken place over the last 13 years in the majority of these businesses. Yet, with such a positive swing in a short space of time, there still is work to be done when it comes to broader leadership roles underneath, where the balance is still not quite equally representative, and the tenures of those senior leaders are shorter than average. Gender is, of course, only one element to consider, but when you’re trying to influence change that is often seismic in the labour market, it takes time and is not something that can be achieved in a five-year plan, meaning we are still some way off from seeing more equality when it comes to leadership roles across the UK.
The business leaders I speak with are committed to creating more diverse and inclusive tech workforces, which in turn will see the IT leadership demographics change. So, when it comes to actions that will impact management, senior management and executive hires, the onus falls to everyone involved in hiring decisions and job requirements to understand how they can be more inclusive. This doesn’t mean not hiring the most suitable applicant or putting in place arbitrary measures that “showcase commitment”, but it does mean breaking down the barriers that exclude people from progressing their careers at all stages of their journey.
Diversity is not just about the protected characteristics covered under the Equality Act. Equally, it’s not simply about increasing one measure or metric. It should simply be viewed as inclusive. When thinking of recruitment, leadership and society in general, we should be thinking about everything from entry-level to exec. Someone’s socio-economic background, inclusion not exclusion when it comes to education and ensuring geographical locations of candidates is not a barrier to progression.
Carer, parent or marital status being accommodated, not excluded. Neurodiversity in all its forms, physical appearance, gender identity and personal beliefs all being welcomed, not put to one side.
The list does go on, but what’s important here is diverse teams bring together individuals with unique perspectives, experiences and skill sets, fostering more creative and innovative work environments.
By embracing diversity, businesses tap into a wider pool of talent, improve decision-making and enhance their ability to connect more widely. When employees feel valued and respected, they are more likely to be engaged, motivated and productive. Additionally, diverse teams can help to break down stereotypes, promote understanding and create a more inclusive and equitable society.
Here's why building diverse teams should be high on your leadership agenda:
Innovation: Diverse teams bring a rich mix of perspectives, experiences and thought processes to your teams. This rich mix fosters creativity, accelerates innovation and fuels the development of ideas and solutions that could improve the way you do things.
Decision Making: A diverse team as a high-powered decision-making catalyst. When faced with a challenge, team members with different backgrounds can approach the situation from wider perspectives. Channelled in the right way, this leads to a more comprehensive understanding of the problem and ultimately, more informed, well-rounded decisions.
Talent Acquisition: You will find the right talent more easily. By hiring and actively seeking candidates from a variety of backgrounds, you tap into a much larger pool of highly skilled individuals. This not only increases your chances of finding the perfect fit but also positions your company as a progressive and inclusive employer.
Company Brand and Employee Value Proposition: The world is more socially conscious than ever. By being truly committed to diversity in your actions, you showcase your company's values and position yourself as a responsible and inclusive business. This translates to stronger brand loyalty, positive employee advocacy, and a competitive edge in the talent marketplace.
Employee Engagement: Employees who feel valued and respected for their unique contributions are more engaged, productive and likely to thrive in your company. A diverse and inclusive work environment fosters a sense of belonging and empowers individuals to bring their whole selves to work, leading to higher morale and improved performance.
The benefits of diversity aren't just anecdotal. Annual studies are completed by leading consultancy firms like KPMG, PwC, EY, McKinsey and Boston Consulting Group showing a clear correlation between diverse teams and higher business performance.
It’s simply a fact that companies with a strong commitment to diversity see increased revenue, innovation and employee satisfaction.
So, consider today: how are you hiring into your business, how do your teams make decisions, and can you do more to make generational change when it comes to hiring our IT leaders for the future?
If you are considering how you can improve your own approach to hiring and would like to understand more about any of the elements in this blog, contact me directly and I can walk you through some of the key considerations for you to be successful in your own approach.
Mark
mark@vitreustalent.co.uk
07900557982
Statistical Sources: KPMG FTSE Women Leaders Report 2024